Cassowary Coast Region Tourism Strategy

love the place we live 27 June 2019 Front Cover Image: Bingil Bay © Tropical Coast Tourism. All rights reserved, 2019 Photo Credit: Rachelle Ambrum Photo Credit for other images: Tourism Tropical North , Tourism and Events Queensland Proudly supported by: Graphic Designer: Rachelle Ambrum

Tropical Coast Tourism and Cassowary Coast Regional Council acknowledge the Traditional Owners and custodians of the land where photography in this strategy was taken.

Love the place we live

Ponytail Falls, Tully Gorge National Park Table of Contents

Chairperson’s Message i Mayor’s Message ii Top Ranking Catalysts 2 Join the Journey 3 About this strategy 6 Value of strategy 6 Our Story (table7 of About our destination 8 TCT’s story 13 Council’s role 15 The Next Chapter 17 Tourism in the region 19 Contents] Challenges and opportunities ahead 19 Protecting our natural values, lifestyle, character 21 The ‘global economy’ 21 Accommodation and services development 22 The digital economy 24 Critical infrastructure and services 25 Emerging tourism products 29 The ‘creative economy’ 30 Indigenous tourism 31 Art Deco 31 Event planning and coordination 31 Regional networks 31 Climate change 32 Visitor and industry trends 33 Key drivers, enablers and influencers 35 Globalisation and population increase 35 Importance of the service economy 35 Ageing populations 35 Access to capital 36 Exchange rates 36 Government policy 36 Our Direction 37 What makes the region great 41 Opportunities for change 42 The ‘End Game’ 42 Strategies and Actions 43 Themes 45 Catalysts and priorities for sustainable growth 45 Responsibilities for actions 45 Relationships 47 Outcomes 47 Quality of service 49 Outcomes 49 Business support 51 Outcomes 51 Marketing 53 Outcomes 53 Succession and governance 55 Outcomes 55 Managing the Way Forward 57 TCT Board 59 Membership 59 Governance 59 TCT as peak regional tourism body 60 Monitoring and Review 60 Mound (Purtaboi) Island References A Chairperson’s Message

The Cassowary Coast Regional Tourism neighbouring regions and organisations Strategy represents a landmark in tourism to maximise our joint tourism opportunities representation and collaboration in the and contribution to Far Cassowary Coast and adjoining regions. It prosperity. heralds a new direction for the industry that will enable it to respond in a contemporary The strategy is based on four primary and more unified manner to global, outcomes that are intended to make tourism national and inter-regional influences a resilient and more valued part of the that affect the region’s tourism potential. region:

This strategy is the culmination of work • Vibrant tourism economy undertaken by a TCT-established taskforce • Tourism as a gateway for regional consisting of TCT Board and regular prosperity members and Cassowary Coast Regional • Cassowary Coast as its own regional Council (Council) staff members who destination also facilitated the strategy preparation • Love the place we live process. The establishment of the taskforce and much of the facilitation of informed Recognising the Cassowary Coast as a discussion and contributions by industry distinct marketable area can only lead to representatives has been made possible further product differentiation and add to the through the stewardship of the recently diversity that has been established by other outgoing Chairperson of the TCT Board – sectors within our region (e.g. Hinchinbrook Mark Evans, who is a passionate advocate Way). The term “love the place we live” is of for tourism within the region and who has particular note in that the region has always a significant stake in an iconic tourism had a strong sense of pride and recognition establishment within the region. of its status as a ‘special place’. Adversity through storms and global economic The strategy provides a much-needed hardship has tended to redirect the focus tool to help set TCT’s compass for its towards negative factors. This strategy tries representation of the industry at a time when to rekindle the rightful love its residents have the organisation is changing the leadership had for the region, their place within it, and of its Board. It is a time when it is more pride in knowing the value that others from evident than ever that the region needs to outside place on it. consolidate its tourism management and planning resources, and work more closely I personally endeavour to work hard in in partnership with the local Council and representing the industry for the whole of other government and industry stakeholders the region through TCT and the direction in reshaping the industry and the tourism that will be set through this strategy once it is products it offers into a destination in its own adopted. I encourage the reader to consider right. this strategy as an important opportunity to fine tune the aspirations of the industry The is one that I and community in setting the compass for and all who are lucky enough to work in our TCT and an exciting tourism future for the wonderful industry are immensely proud of Cassowary Coast region. and will continue for it to be recognised as an integral part of the character and prosperity Jasmine Porteous of our communities. This strategy provides a means for the industry to continue to build and consolidate a strong regional tourism J. Porteous industry which can more effectively respond Chairperson to the needs and opportunities open to Tropical Coast Tourism Board our region while continuing to work with

Josephine Falls, Wooroonooran National Park i Mayor’s Message

Tourism is a key sector of the Cassowary collaboration with industry for regional Coast’s economy and is pivotal to plan making. Industry support is critical in the region’s economic re-activation. The being able to achieve identified strategic region enjoys worldwide recognition of its outcomes and will provide the Council and incredible scenic beauty framed within two other stakeholders with greater confidence spectacular World Heritage Areas – the Wet and likelihood of outcome success for our Tropics rainforest of businesses and community. and the Great Barrier Reef Marine Park. The Cassowary Coast is one of the few locations The strategy provides a comprehensive where both can be experienced in their contemporary overview of tourism in our relative natural state side-by-side. region and proposes strategies and actions that are likely to place the region in a position Tourism is one of the few sectors which has of significant strength as a destination the potential to influence all of our other of choice for international and domestic economic sectors and provide the necessary tourists into the future. framework for economic synergies to take place between those sectors. The potential The role of TCT as a volunteer industry to recognise and integrate our traditionally association cannot be understated in this strong agri-business, lifestyle characteristics initiative and in the future implementation of and the benefits of other services sectors the strategy, once fully adopted. Advocacy with tourism is immense for our region, and for regional tourism is likely to be most can positively add to the region’s prosperity effective when it has clear industry support well into the future. – something that the Council cannot directly offer. For this reason, the advocacy and The preparation of a blueprint to set the industry support role, together with the region’s compass towards the consolidation important role of pre-destination marketing of a strong industry with common purpose that TCT is able to bring from an industry is a positive step towards greater prosperity perspective, is something that the Council for our community. Such a plan, once has supported and looks forward to building supported by the greater community, will into the future. enable other organisations, including the Cassowary Coast Regional Council, to work I look forward to having the Council continue more clearly and effectively with Tropical working closely with Tropical Coast Tourism Coast Tourism (TCT) and the industry as a in growing the destination profile of our whole. I congratulate and commend TCT region and in building industry capacity in for the initiative and courage it has shown the area, which will simultaneously drive in preparing this tourism strategy for our economic and social benefits across the region. In particular, I strongly support the Cassowary Coast. need to have the region re-establish its own identity in order to provide regional tourism across Far North Queensland with greater John Kremastos and clearer product diversity and industry leadership. J. Kremastos Cassowary Coast Regional Council This strategy heralds an important milestone Mayor for the Council, TCT and the industry as a whole in that it represents a new era in

Beaver Reef, Great Barrier Reef ii Table 1: Catalyst strategies and actions for the region

Top Ranking Catalysts

Improve integration and collaboration of public and private sectors involved in tourism

- Consolidate a single regional tourism industry representative body to more effectively pool resources, unify our tourism industry’s voice and enable more efficient use of external funding

Provide enhanced quality of local tourist information and experiences

- Investigate and implement an enhanced digital services strategy for regional tourist establishments, including use of website analytics to support the industry - Review role of Council-operated Visitor Information Centre (VIC) services in terms of contemporary customer requirements and efficiency/effectiveness of current operating model and make recommendations for revised VIC services

The repositioning of the region’s tourist destination brand

- Redefine the region’s brand as an unmistakable regional tourism identity to more effectively resonate with residents and contemporary tourist and lifestyle markets - Grow consumer recognition that ‘the journey starts here’

Redefining the role and image of ‘Tropical Coast Tourism’

- Encourage consolidation of regional tourist organisations into a centralised LTO, where practical - Create a body that is led by career-oriented professionals who are passionate about tourism and their communities and represent a diverse range of industry sectors and geographical locations to avoid bias - Identify clear funding strategies to maintain and maximise regional tourism industry development funding through TCT - Develop and implement an annual ‘operations plan’ and associated budget which highlights priority actions/projects and funding commitments - Investigate and implement an enhanced digital services strategy for regional tourism establishments, including use of website analytics to support the industry

All actions have been prioritised according to the following timeframes:

Short term 0 to 2 years Medium term 2 to 5 years Long term Greater than 5 years Ongoing Throughout the life of the strategy

Catalyst actions, by their nature, are generally regarded as ‘short term’ in order to give the Tully Gorge National Park strategy the best chance of success.

1 2 JOIN THE JOURNEY

Be part of

something Bingil Bay special] – 4 and positive approach that recognises the ABOUT THIS STRATEGY region's unique values and why people come to visit, live and invest in the Cassowary Coast. This strategy represents a collaborative The strategy is intended to provide a blueprint consolidation of the views of Tropical Coast for TCT to manage and grow its representation Tourism (TCT) being the Cassowary Coast of the region’s tourism industry and the industry region’s recognised local tourism organisation overall, focussing on: (LTO), tourism industry members and Cassowary Coast Regional Council (CCRC) regarding future • Industry capacity building tourism opportunities and needs for the region. • Industry growth and coordination The strategy is an evidence-based, industry • Industry responsive tourism planning responsive assessment of contemporary global, and prioritisation national and regional tourism issues affecting • Advocacy and representation the tourism future of the Cassowary Coast, its neighbouring regions which contribute to the The strategy establishes a range of regional region’s broader tourism experiences, and the industry priorities that are intended to align Far North Queensland region generally. with national and state government policies as well as regional community aspirations. These The strategy has been prepared by a taskforce aspirations are important in maintaining broader consisting of TCT Board and other members industry readiness and acceptance and to with contributions and support from CCRC staff protect the attributes that define the region’s and additional comments from consultation specialness in the first instance. with industry, government agency and tourist organisation representatives. VALUE OF STRATEGY While building capacity within the tourism The strategy is intended to guide industry sector is of key importance, the strategy is and local government priorities for the tourism also about having the industry and community sector’s growth, support services, destination unite in realising how lucky and enviable the planning and marketing for the region. The region’s lifestyle is, how valued it has become detailed strategies and action form a vehicle for by people from around the world and how the further detailed government and private sector industry and other stakeholders can convey the planning and investment into the region’s tourism region’s tourism opportunities and experiences sector. Growth in the region’s tourism is to align to interested visitors in the most effective with National and Queensland Government manner. Having our industry "love the place views about preferred economic growth for we live" is important for the growth and regional areas and for Far North Queensland prosperity of the region. specifically, focussing on the Cassowary Coast region. The notion Being an industry-led strategy in collaboration of the with local government, the document shows a slogan consistent approach across public and private should be sectors intended to provide greater certainty considered and direction for investors, tourism operators as a healthy and community alike.

“ Love the place we live ” 6 ABOUT OUR DESTINATION

The Tropical Coast Tourism region extends over the whole of the Cassowary Coast Regional Council area and includes tourism influences and opportunities in the immediate adjoining areas within the Hinchinbrook and local areas. It is situated midway between and OUR STORY Townsville on the Queensland coast between two World Heritage Areas, the Great Barrier Reef and Wet Tropics rainforest. The main population centres are Innisfail on the river in the north, Tully inland, Cardwell on the south coast and the Mission Beach village precinct.

Historically, the rural region has existed on the agriculture sector, which produces more than 90% of Australia’s bananas, as well as being a major sugar producer. The regional centre of Innisfail is a retail service centre, rich in early-settler history and glittered with Art Deco landmarks. Cairns is less than 90 kilometres by road north of Innisfail and is a major international entry point to tropical northern Australia. Mission Beach is a key regional gateway to the Great Barrier Reef, as well as the Family Islands, including Dunk and Bedarra. It is made up of four small villages: , Wongaling Beach, Mission Beach and Bingil Bay – all connected by a palm-fringed beach that is reputably the longest stretch of sand in Far North Queensland.

Located 140kms south of Cairns is the region’s green jewel town of Tully, nestled between World Heritage rainforests. It is also home to the renowned Tully River, capital of Australia’s white water rafting for over 30 years and home of the International Rafting Association World Championships in 2019. In the south, the seaside town of Cardwell is gateway to with some of the best fishing and boating in Australia. Cardwell is located on the National Highway providing easy access to unexplored rainforests, rugged terrain, numerous waterfalls, steep gorges and unlimited waterways. Approximately 150 kilometres south of Cardwell is the economic centre of Townsville, a city of nearly 200,000 people. It is a key centre of industry and government services for the region and home to Department of Defence facilities and James Cook University.

Josephine Falls, Wooroonooran National Park OUR STORY 8 My favourite place is " [North Queensland]. It has, for a naturalist, everything. It has an amazing which rainforest is quite unlike any other in the world. Not only does it have that but down on the coast it has the

(Great Barrier Reef)

– Sir David Attenborough"

Bingil Bay

10 The region is a dynamic, multi-faceted montage shops, markets and historical pubs, while being stunning coral, fish and sea life. It's not unusual their tourism industry and lifestyle services, of pristine natural wonders, historical pubs, able to meet local characters along the way. to sight turtles, whales and dugongs playing constantly adjusting to market expectations boutique food experiences, spectacular islands, freely off the coast and in the waterways. and reaping benefits along the way for their reefs and beaches, ancient rainforests, rich The region offers one of the greatest range of communities. Indigenous art and culture and friendly local nature and adventure based activities in Australia, Agriculture here has diversified into a tourism characters. and is one of the world’s most biodiverse and experience, with the potential of becoming Tourism markets are increasingly seeking unexplored destinations. Over 25 per cent of a world-class food producing region. While product sophistication and high levels of 'Reef and rainforest' is traditionally the response the Wet Tropic World Heritage Area falls within the abundance of natural beauty appeals to service. Reinvigoration and improvement of the when asked what are the main attractions that the Cassowary Coast region. It is home to a rich visitors, a variety of boutique food and beverage tourism products in the region has been one tourists want from their holiday in the region. diversity of plants and animals, including 117 experiences are emerging to place the region of its previous hallmarks but this has declined However, consumer research conducted by mammal, 338 bird, and 230 butterfly species. as a tropical 'food bowl' destination. in recent years. While adverse weather events Tourism and Events Queensland identifies five There are over 2,800 plant species, with more and the global financial crisis (GFC) have key experiences that set Queensland apart: than 700 species endemic to the area (WTMA). The region is popular for annual sports and played a significant part in adversely affecting Rare animals such as the Mahogany Glider, and community events such as Kurrimine Fishing tourism in the region, other tourist locations • Reef, Island and Beaches the endangered Southern Cassowary - a striking Competition, Feast of the Senses, Ona Mission have been similarly affected yet have adapted • Natural Encounters flightless bird that gave the Cassowary Coast its Multisport Adventure race and growing events their strategies to take advantage of changing • Adventure and Discovery name, are found here. Mission Beach has the such as the Cassowary Festival at Mission opportunities and demands, for the benefit of • Lifestyle, Culture and People highest densities of cassowaries in the world, Beach, the Tropical Art Deco Weekend in Tully their communities. • Events where visitors have an opportunity to sight one of and Innisfail, and the extraordinary UFO Festival these endemic wildlife species to the region and in Cardwell. Due to its inherent attractiveness, TCT recognises that the region’s tourism industry Our region has all this and more with the become advocates in cassowary conservation. lifestyle and proximity to the larger regional will need to similarly consolidate its efforts and advantage of offering the top three highly centres of Cairns and Townsville, the Cassowary work cohesively to grow and adapt its regional sought-after experiences visitors are seeking. With almost 150 kilometres of coastline, the Coast is increasingly identified for its potential to tourism products and support services. This Whether it be a guided experience or choosing region is one of the few places in the world where host a range of diverse events. is imperative if we are to continue to play a your own adventure: diving, snorkelling, hiking, two World Heritage Areas meet. The region significant part in the region’s prosperity journey mountain biking, white water rafting, skydiving, boasts the closest access point to the Great Opportunity abounds in the region as and showcase the lifestyle and beauty of the rainforest walks and fishing are all popular Barrier Reef which is one of the world’s greatest ever-expanding markets seek new holiday and region, which has made Far North Queensland activities throughout the region. They can also wonders, comprising of a unique ecosystem of lifestyle experiences. But the region is not alone an envy of different cultures nationally and enjoy the region's laid-back style of specialty – other centres are also working hard to develop internationally.

Be inspired by nature, get lost in the lifestyle and discover your own adventure

Coral Sea, off South Mission Beach

11 12 TCT’S STORY Coast and extended regional industry focus and a genuine stake in the local tourism industry, with membership on both the regional tourism it is best placed to represent the local industry TCT has undergone several iterations and been organisations (RTOs) for the North Queensland sector and help to positively influence the a part of the tourism industry landscape since and Far North Queensland regions centred on region’s tourism industry growth. Prosperity its formal inception in 2012. The organisation Townsville and Cairns respectively. represents tourism industry members across a Strong member representation and industry- broad area of interest including the Cassowary TCT works closely with the Cassowary Coast responsive advocacy and planning is what TCT Coast Regional Council and Hinchinbrook Shire Regional Council and other nearby councils in is able to best facilitate and use to ensure a Council areas. It is the only Queensland Tourism influencing regional tourism strategy to benefit path that is readily able to meet ever changing Industry Council-recognised Local Tourism its members and the region as a whole. As the and increasing market opportunities as well as Organisation (LTO) that has a greater Cassowary leading LTO with members that have experience ensure alignment with government policies to Lifestyle environment maximise local advantage. TCT has at its core a desire to keep the uniqueness and spectacular beauty of the region’s tourism experience while maintaining the region at the forefront of culture quintessential Australian tourist destinations through an industry shared vision and responsive planning, strategies and actions. Tourism contributing to the region’s prosperity

A paradise for

lifestyle , culture Mission Beach Village Green and environment

13 COUNCIL’S ROLE

The Cassowary Coast Regional Council, in tourism strategy and its implementation will help collaboration with industry and other councils, guide and inform the Council’s other statutory supports the adoption of an industry-led plans and policies. tourism strategy as a key driver for the region’s economic activation and growth in community Support for TCT and the tourism strategy is prosperity. The industry, managed correctly, provided through financial assistance to TCT has the potential to contribute to economic which is determined annually as part of the growth as well as showcase the region to attract annual budget deliberations of councils under investment. The objectives of the strategy, and the requirements of the Local Government Act its detailed actions and priorities, form the basis 2009, as well as council-agreed plan making of a necessary component of the Council’s own and specialist technical support. economic development planning. The adopted

Torres Strait Torres Island Regional Shire

Northern Peninsula Area Regional

Mapoon Aboriginal Shire

Weipa Town Cairns Authority

Napranum Lockhart River Aboriginal Shire Aboriginal Shire Great Barrier Reef Aurukun Shire

Pormpuraaw Aboriginal Shire Cassowary Coast Hope Vale Aboriginal Shire Tablelands Kowanvama Aboriginal Shire Cook Aboriginal Shire TCT LTO Area Shire

Douglas Shire Yarrabah Aboriginal Shire Carpentaria Hinchinbrook Mornington Shire Mareeba Shire Shire Cairns Doomadgee Regional Aboriginal Shire Cassowary Tablelands Coast Croydon Regional Burke Shire Regional Townsville Shire Etheridge Shire Hinchinbrook Shire Townsville City

Brisbane City

Relationship of TCT Local Tourism Organisation role to Cassowary Coast and greater region Cardwell Spa Pools, Cardwell 15 The Next Chapter

“It’s not what

canthe do destination for us...

MAMU Tropical Skywalk, it’s what we can do for Wooroonooran National Park ” the destination 18 region. Tourism is, and will continue to play, a TOURISM IN THE Region significant role in shaping the region's future and it's important for business groups, community Tourism has played a significant role in the groups and residents to recognise tourism is Cassowary Coast’s economic growth. While the everyone's business. region has abounded in economic opportunity since the arrival in the 1800s of European The Queensland Government now recognises settlers, the natural beauty of the area and the tourism, together with agribusiness, as the key relaxed lifestyle that the region is able to offer sectors that are most likely to deliver prosperity to has also most likely played a significant role in the regions. The Cassowary Coast has potential attracting people and helping the area to grow. in both these sectors in plentiful supply and has significant opportunities for cross-integration Today, the region offers one of the few authentic – e.g. food tourism, farm stays and industry- tropical visitor experiences, ranging from related tours (farm properties and sugar mills). pristine rainforest visits, to adventure white water rafting on natural rivers, sailing its 35 islands or walking its coastal beaches where the rainforest meets the ocean. This has led to a growth in CHALLENGES AND tourist accommodation, support services (e.g. cafés and tourist shops) and access to a range OPPORTUNITIES AHEAD of experiences through tours and the hire of The region is rich equipment. in existing and prospective The 1970s through to the 1990s saw arguably tourism the heyday of tourism investment into the region, opportunities. as well as steady growth in the residential sector Unleashing for the then Cardwell and Johnstone shires. this The impacts of two major cyclones in 2006 opportunity (Cyclone Larry) and 2011 (Cyclone Yasi) saw is about how significant damage inflicted onto the region’s we as an tourism infrastructure and the economy. This industry and was further, and arguably more significantly, community affected by the GFC in 2009 and the associated will drive this evaporation of finance for tourism infrastructure opportunity to projects. Yet, while tourism has suffered, it is the benefit of the still recognised as one of the most important region as a whole. economic sectors for the region. It is a service Earlier models of industry with a high capacity to employ people regional tourism have and has a corresponding multiplier effect across relied heavily on tourists other supporting sectors. discovering the area and accepting it substantially for what Tourism Tropical North Queensland (the RTO for it could deliver at the time. the region’s north) has recognised that the Great

Barrier Reef alone is valued at $56 billion with With the ever-changing dynamics of globalisation $29 billion being directly attributed to associated and rapid increases in the global ‘middle class’ tourism. A large proportion of this comes demographic, competition for tourism dollars through the Cairns gateway and either already is increasing daily. Cohesive industry-led and does or has the potential to make its way to the industry-responsive strategic planning and Cassowary Coast region and its surrounds. delivery of services is forming a defining part of successful tourism industry development The region is fast positioning itself as the and prosperity growth in regional communities. next lifestyle capital for people desiring a Working collaboratively and strategically across high standard of living and a relaxed tropical the sector and our region to grow the range lifestyle with comparatively easy access to a and quality of experiences offered will be the range of services for personal and business dominant factor that defines the success of the purposes. Being able to participate in the global sector or otherwise. economy from an enviable point of difference valued by potential customers and clients will be a key differentiating characteristic for the

Musgravea Track, Mission Beach

19 20 Protecting our natural values, our expectations by offering ecotourism products longer as insulated from overseas competition related investment has also slowed over the as alternative tourism opportunities grow past decade, leaving a shortage of high-value lifestyle, our character and help create meaningful connections that will enhance the region as a world-class ecotourism and as mobility and connectivity for potential products that accommodate the demands of the destination. visitors becomes easier and more prevalent. new international tourism economy. The balance between supporting the growth This not only relates to the number of options of a vibrant tourism industry that showcases Supporting best practice products and or opportunities that are available but also the Being able to effectively differentiate and the region's extraordinary natural values, experiences for sustainable growth is synonymous quality of the experiences that are on offer. provide a range of accommodation options, cultural heritage and wildlife and protecting the with the region's unique environments and the Australia, including the Cassowary Coast, is from boutique models that complement the environment and amenity of lifestyle that visitors conservation stories that have helped preserve increasingly being required to consider external region’s natural values to larger groups that have come to enjoy is important. them. This also provides the Cassowary Coast global influences in planning for and delivering require conference and meeting facilities, with an opportunity to be a ‘world-class’ our own tourism services. will be essential in showcasing the area as a With the region's strongest competitive adventure and nature-based hub while helping quality experience leader that stands out from advantage being its natural environment, to protect the values of why people visit in the A key factor in the Cassowary Coast region’s other competing tourism locations. The region’s encouraging best practice ecotourism first place. favour is that it has specific tourism assets that valuable natural attractions are a key driver of experiences will play a critical role in sustainable are not readily available elsewhere globally – visitor demand, and accommodation buildings economic development, good conservation notably our World Heritage Areas consisting of should be located and designed to optimise outcomes, and cultural understanding. The ‘global economy’ the Wet Tropics rainforests and the Great Barrier visitor experience of the surrounding landscape. Reef. These attractions alone, however, are Architectural design that is keeping with a Ecotourism encompasses nature-based Globalisation is a process that has resulted only likely to sustain the region’s tourism growth complementary theme within the region and Challenges and opportunities ahead experiences that increase visitor appreciation in the expansion of business operations on unless also considered commensurately in terms meets quality standards will need to form key and understanding of natural and cultural a worldwide level, with the aim to provide of contemporary ‘globalised’ standards relating principles for planners and the industry alike. values. These are experiences that are managed superior competitive advantage, and has to quality, the provision of specific sought after to ensure they are ecologically, economically largely been facilitated through advances in experiences and how well the industry is able to Tourism trends are also edging into the digital and socially sustainable, and contribute to global communications, other technological acknowledge and respond to cultural diversity space with disruptor companies like Airbnb the wellbeing of the natural areas and local advancements aiding production processes and of global markets. changing the traditional accommodation communities where they operate (Queensland delivery of services, as well significant periods landscape, opening opportunities for smaller Ecotourism Plan 2016-20) of relative political stability across a range of operators to enter the market through direct online developing economies. This has resulted in Accommodation and services services. As the sharing economy is increasingly Visitors, high-value travellers in particular, are greater numbers of products, services and development gaining popularity both internationally and looking to immerse themselves in the region's consumers at increasingly competitive prices. nationally, it is important to recognise the potential heritage-listed environments, connect with The Cassowary Coast’s tourist accommodation to affect how accommodation is presented and nature and create lasting memories. The tourism The significance of this growing phenomenon to models have become dated and are largely needs to be planned for in the region into the industry has the opportunity to meet visitor Australian tourism and to the region is that it is no based on pre-GFC tourism trends. Tourism future.

Ponytail Falls, Tully Gorge National Park

21 22 The digital economy

Digital disruption has been one of the most pervasive forces affecting business and industry sectors in modern times. The rate at which the ‘digital economy’ has affected how products and markets meet is increasingly becoming more staggering each year. Based on initial surveys undertaken by the Cassowary Coast Regional Council in 2018, industry and commercial sectors within the Cassowary Coast in particular, have a surprisingly low digital footprint – i.e. with as low as only 38% of businesses having a digital presence in some locations (CCRC Survey; unpublished, 2018). That is to say few businesses rely on the digital economy to advertise or to undertake online business for products or services.

Today’s visitors are sharing their travel experiences online to the world so it’s critical that tourism businesses have an active and engaged digital presence to meet guest expectations and deliver a high-quality visitor experience. Where word of mouth remains the most powerful and influential tool, potential visitors are turning to online platforms including TripAdvisor, Facebook, Google and Online Travel Agents such as Booking.com to read reviews (Best of Queensland Collection). The evolution of power to the consumer is an influential tool on how destinations are marketed. A recent survey showed 83% of people indicated that such reviews assisted in selecting hotel accommodation, while 68% used reviews to pick tourist activities which helped make their destination decision (MacroPlan).

In a highly competitive globalised market, consumers have more influence and power on review platforms that can potentially lead to greater visitation depending on the services and experiences that are delivered. The region’s tourist businesses must be united in the marketing of the region’s tourism economy through digital media if the industry is to compete with other regions, grow and sustain its status as a primary employment generator for the region and its economy.

Bingil Bay

23 24 Critical infrastructure and services access from bulk passenger transfer services between Mission Beach and Bingil Bay, and the The planning and development of larger scale (e.g. coaches, hire vehicles). The region will many roads to our coastal villages. air services will need to form a key part of any also likely need to consider longer-term regional strategy to advance the region’s tourism into the Increasing tourist numbers bring with it a need facilities for improved coach interchanges as Road transport routes are not only critical as future. This is expected to be both for passenger for commensurate infrastructure. Being able well as any strategic opportunities to improve connections to main tourist nodes in the region transfers and potentially to accommodate to direct and convey visitors to our region’s air services to the region – either for direct but also enable ‘side connections’ to the region’s (i.e. provide a base for) tourism-related facilities, including providing for safe, timely, international flights or transfers from Cairns and many interesting attractions that are just off our aviation service providers – e.g. helicopter comfortable and cost-effective transfers from other regional centres. main transport routes. This includes the region’s services. Ensuring that adequate land-based one point to another will be critical in ensuring many waterfalls, lookouts and nature reserves. infrastructure can be made available to cater for that the region is able to provide world-class The RV market utilises the region as a Recognising the strategic value of these routes such demand, and to support changing tourism tourist experiences. This includes sea-to- thoroughfare to other destinations northwards and ensuring that adequate funding is provided demand dynamics, is likely to be an important land, air-to-air and then onto other land-based and to the west, but also sees it as a destination to maintain such roads for adequate visitor part in achieving a successful tourism strategy transfers. in its own right. Apart from a need for additional access will be important in maintaining a thriving for the region. overnight facilities for caravans and RVs, on- and diverse tourism economy into the future. Road infrastructure and services road infrastructure to enable temporary parking With increasing personal wealth and for access to sightseeing, shops and tourist Air transport infrastructure and specialisation of tourist services and The present focus is mostly on accommodating activities (e.g. adventure sports or access to experiences, consideration should also be given transfers for international and domestic visitors, guided reef or rainforest trips) will also have to services to the likely proliferation of personal or small scale Challenges and opportunities ahead largely from Cairns, who arrive by air transport form a part of the region’s strategic land-use air services. This includes both fixed and rotary- through Cairns Airport. Increasing visitors are planning and service delivery. The Cassowary Coast currently offers only light wing aircraft use for personal transport, as well also expected to arrive on cruise ships as cruise aircraft transport services. Previously, larger as charter. The region is generally well endowed terminal facilities are upgraded at the Cairns Travel amenity and safety are also essential in regular passenger transport services operated with a range of airstrips at Innisfail, Tully, Dunk Seaport. Other major tourist visits to the area still ensuring visitors have a positive experience through . However this service Island and Dallachy (north of Cardwell) – all come by road along the state highway network and in maintaining the region’s brand as one ceased with the damage to the island resort as capable of readily dealing with small aircraft. servicing the region. Road-based arrivals are that represents a quality destination. The a result of cyclones. As tourist visits increase, expected to continue to facilitate by far the most Cassowary Coast has a number of major state scope and demand for larger transfers and Potential future allowance may also be needed significant influx of visitors. This is expected and local roads that also showcase the region’s direct flights to the Cassowary Coast is likely to for other destination-specific locations, to place greater demand on the quality of our scenic attractions and its lifestyle attributes. increase. Capacity exists at both Dunk Island particularly for rotary-winged aircraft to enable roads and supporting infrastructure – e.g. coach This includes roads such as the Canecutter and at the Innisfail Aerodrome at Mundoo to quicker transport and access to destinations facilities. Way, which highlights some of the region’s take larger aircraft, subject to upgrading of the across the region or to provide for inter-regional characteristic agriculture, villages, rainforests respective facilities to meet current Air Services transport (e.g. Cassowary Coast to Tablelands) Governments and businesses alike will need and key tourist attractions. Other important Australia standards. There is also potential or linkages to major international destinations to ensure that tourist development and tourism routes include the Tully-Mission Beach and El to include some chartered flights direct from such as Cairns Airport. services are planned in a way that enables ready Arish-Mission Beach Roads, Alexander Drive international locations.

Dunk Island

26 Marine infrastructure

Recreational boating Charter boats Cruise yachts Cruise ships

Fishing is recognised as one of the most Increased visits to the region is also likely Apart from recreational boating, the region is also Cruise ships are a rapidly expanding form of popular high value, recreational sports in to increase demand for access to the Great a prime destination for the growing cruise yacht holiday market with an increasing appetite Australia. Information about boat ramps (i.e. Barrier Reef, including outer reef experiences market. While the region has many islands, reefs for short-stay destinations. The Cassowary their location, size, parking and other features) – for fishing and diving. At present, there are and other natural coastal attractions, there are no Coast is well suited for boutique cruise ship can be invaluable to anglers seeking access to limited safe boat facilities within the region. practical shore-based facilities. Reinstatement stays – notably in the lee of Dunk Island, which fishing grounds. Marine tourism is estimated to While Innisfail has limited mooring and marina of the Port Hinchinbrook marine facilities, the offers spectacular views of the island and contribute approximately $3.7 billion in direct facilities, access to the facilities is hampered construction of the Clump Point safe boating close access to coastal World Heritage Area and indirect value to the Australian economy for by shallow water at the mouth of the North and facility and channel maintenance of the mouth of Wet Tropics rainforest, as well as many iconic recreational fishing and boating alone (estimated South Johnstone Rivers, limiting the capacity the Johnstone Rivers at Innisfail will ensure that Cassowary Coast towns and villages. The by Australian Institute of Marine Science for of marine craft that can use the waterway and the region has a network of appropriate shore- region’s also represents a 2013-14) with an average increase of 5% per safety for passengers and crew. Facilities at based facilities for super yachts comparable ready shipping terminal for boutique cruise annum. The increased demand for boat access Mourilyan Harbour, while adequate in depth and with other locations that are equally vying for this ships providing direct mainland shore access. to Great Barrier Reef locations, including from safety, do not provide appropriate amenity due lucrative market. the region’s tropical coastal waters, estuaries to the industrial nature of this working shipping While the Cassowary Coast is already suited and islands, can also be expected to place port and the facilities immediately around it. to cruise ship stopovers, scope exists for greater demand on the region’s boat ramps and significant improvement in infrastructure and Challenges and opportunities ahead marinas. Clump Point is seen as a necessity for the services to transfer passengers to shore and Mission Beach area to sustain any type of to the range of activities, goods and services Access in the southern parts of the region at reasonable charter boat industry into the future, that the region has to offer. This includes shore- Hinchinbrook Harbour has been of considerable including larger capacity ferry-type marine craft based passenger embarking/disembarking concern with a recognised need for the existing expected to service the increasing adventure facilities, coach and other hire vehicle transfer harbour and channel access facilities to be and reef tourism markets being expanded by points and tourist greeting services aimed at reinstated to enable safe, all-tide access to the operators in our region. A similar necessity is welcoming and guiding passengers to the and the region’s spectacular islands. seen for the Port Hinchinbrook facilities, which range of different activities. This includes the world-class Hinchinbrook once provided thriving charter boat services to Island and its many pristine coastal waterways, the region prior to the damage to those facilities which are, at present, primarily serviced through during Cyclone Yasi. Lucinda in the Hinchinbrook area.

Otter Reef, Great Barrier Reef

27 28 Internet services Visitor information The ‘creative economy’

The internet is the tool of choice for most Visitor information services are increasingly are still and will remain popular, other forms of The so-called ‘creative economy’ is fast travels. Digital information provides us with important for both visitors and industry alike tourism that are growing or have potential to becoming one of the most important aspects communication access to people as well as – providing a means for visitors to obtain grow in popularity include: of a sustainable regional tourism economy. instant access to information about where we information about tourist experiences in the This includes the recognition and celebration are, where we would like to go, how to get there region and for industry to showcase its wares. • Indigenous tourism – inspiring and of local arts, culture and society. Increasingly, and what we can expect when we are there. It Critical in the way forward will be ensuring immersive experiences that bring the many of Australia’s most recognised regional helps us plan our visits and can inform us about that visitor information services are reflective ancient ways of Australia’s Aboriginal centres for lifestyle and tourism are also those a range of different things along the way. In many of contemporary demands. Much of this will and Torres Strait Islander peoples to life that have the most vibrant, recognised creative instances, it has replaced hard copy maps and be digitally based with a need for greater • Adventure tourism – e.g. white water economy aspects. The region has a rich also enables us to make many transactions in business networking across the sector and an rafting, kayaking, skydiving and history of arts, craft, performance and cultural advance. ability to provide for online transactions across mountain biking diversity. It also has an established legacy of the business network, including outside of the • Marine – e.g. reef and freshwater-based iconic gathering venues – many of which are Detailed information about access points and region (e.g. accommodation and inter-regional fishing, boating, island exploration, scuba based on food and drink (e.g. cafés in Innisfail, parking facilities for walking trails, including transfers). diving and snorkelling bakeries in Wangan and Mourilyan). The region also has many established authentic Australian descriptions about the trails themselves, can • Food tourism – e.g. chocolate While face-to-face visitor information services hotels, including in many small villages or rural help define a region’s bushwalking and scenic production, coffee, seafood, tropical will still have a place, the use of dated visitor hamlets. attraction credentials. Access to internet facilities fruit and wine in remote locations can also aid those visitors information centres (VICs) is expected to be

Challenges and opportunities ahead who wish to maintain a level of digital connectivity superseded by the digital economy with much • Drive market – e.g. caravans and RVs Locations which celebrate local social during their tourist experiences. This can be to greater reliance on face-to-face services being (including ‘grey nomads’), motorbikes gathering and which are also warm and gain access to additional information about the provided by businesses directly. VICs are and road cycling inviting to tourists are much sought after and location or to let friends and family know about likely to primarily have a role where they are • Rural or ‘agri’ tourism – e.g. farm stays form a growing market for tourists nationally their experiences in real time. consolidated and provide other value-add visitor and seasonal workers (e.g. for ‘grey and internationally. Cafés and eateries form services, which may include cafés, galleries and nomads’ and backpackers) an important part of this mix. Reinvigoration of Internet services are also expected to become educational awareness venues. Such services • Health or therapeutic – e.g. spas, health the region’s cultural or ‘creative economy’ and increasingly important as ‘Big Data’ becomes a are likely to require, and benefit through, direct and yoga retreats showcasing its lifestyle, history, food and its more important part of tourism in Queensland partnerships with private sector and community • Ecotourism – e.g. environmental arts and crafts is expected to be a key aspect and for regions as they need to compete. organisations (e.g. artist cooperatives). A key awareness tours, bird watching, in successfully binding the fabric of the region’s Enabling tourist access to internet data and consideration in the change-over to a digitally wilderness photography, hands-on tourism locations and activities. transaction services is already valued for the based visitor information service will be the need workshops (land rehabilitation, ability to build databases about consumer to maintain unbiased information that represents sustainable land management practices) Identifying and showcasing existing champions patterns. Understanding tourism consumers the broad spectrum of regional businesses and • Business – e.g. conferences and in this field should form an important part of through website analytics will be critical in does not unduly favour individuals. corporate workshops, professional any tourism strategy for the region. Similar identifying: development and team building considerations extend into ‘providence considerations’ for goods grown and produced Lifestyle and culture experiences - • Events – e.g. shows, campdrafts, within the region. Often the story about where • Where they come from arts performances and workshops markets • How did they get there a product comes from is as important as the • Lifestyle and culture experiences – arts product itself, and can also serve to showcase • What they are purchasing The region is becoming home to a range and performances aspects about the region of origin. of emerging tourism activities, as well as This information will become increasingly critical • Wedding and romance experiences – consolidating some existing forms, albeit in ways provision of specialist venues and for the Cassowary Coast tourism industry that are more responsive to current tourist trends as it needs to compete for tourist numbers locations to cater for a range of nuptial and demands. While earlier forms of leisure ceremonies, notably weddings and and expenditure against other regional and tourism focussing on reef and marine activities international tourist destinations. honeymoons

Echo Creek, near Tully

29 30 Networks – an important Indigenous tourism events, performances and competitions (e.g. such as Tourism Tropical North Queensland showcase sporting events). While such events (TTNQ) and Townsville Enterprise Limited (TEL), part of our The Cassowary Coast region is blessed with can add to the region’s cultural diversity, other industry associations (e.g. Association both natural beauty and rich cultural heritage. maintaining consistency and improvement of of Marine Park Tourism Operators – AMPTO, Visitors can purchase work by artists from nine the experiences offered can be particularly Australian Tourism Export Council – ATEC, Traditional Owner groups from the surrounding challenging for small communities and Queensland Tourism Industry Council – QTIC) tourism regions at Girringun Aboriginal Art Centre in organising groups. The spreading of human and other local government regions will Cardwell. In Tully, experience a true rainforest and other resources too thinly or inconsistently continue to play a significant strategic part in Australian Aboriginal cultural experience with can lead to attendee uncertainty and loss of the implementation of effective regional tourism the Jirrbal Indigenous rainforest people, the motivation to visit. Worse, poor experiences strategies and actions. This is both to ensure oldest civilisation on earth who lived in this can lead to negative social comment which the region remains inclusive of any broader rainforest for over 40,000 years. can further undermine an event's future cross-regional marketing campaigns and also sustainability and value to the community. to maintain an effective line-of-sight between A key part of the region's destination local regional, cross-regional and state policy Perceptions about localities are or can be development should be an Indigenous cultural Managing the region’s events strategically and frameworks and priorities in order to provide significantly influenced by climate change and and rainforest interpretation and learning in a coordinated manner to ensure maximised our region’s tourism industry with directional can have lasting impacts on visitor numbers experiences to educate, raise awareness advantage to the community in terms of certainty. and tourism viability. Acute physical impacts and promote cultural and environmentally

Challenges and opportunities ahead economic and social benefits, as well as from extreme events such as cyclones and sustainable research, practices and learnings. reinforcement of the region’s brand, will need to floods can have devastating effects on natural Support in developing Indigenous tourism Climate change form a key component of an effective regional assets, built infrastructure and destination products will provide business growth tourism strategy. This is particularly in the face image. Long-term impacts such as heatwaves, opportunities for existing operators, and Climate conditions, including over the longer of other nearby regions that are also competing sea-level rise, biodiversity loss and ocean expanded employment opportunities across term, are increasingly recognised as a potential for visitors and visitor dollars. acidification affecting the Great Barrier Reef threat to effective planning and delivery of the industry. is a major risk to the region. In the long term, quality tourism experiences. Climatic events business, industry and government will need to Regional networks can have particularly devastating effects on Art Deco respond to climate change effectively through the ecology of the Great Barrier Reef and stewardship, building resilience, greening The TCT region is located between the two coastline, especially through severe storms The Cassowary Coast is recognised as one the tourism industry, diversifying products, largest regional centres outside of South East and periodic fluctuations in sea temperatures. of Australia’s premier ‘Art Deco’ areas. Many sustainable marketing and working with Queensland – Townsville and Cairns. The This, coupled with the risk of long-term examples of Art Deco architecture in Innisfail agencies, government and communities. Being level of development in the region and its sea-level rise, can have dramatic adverse and Tully provide a special opportunity for the proactive will not only ensure the protection of economic buoyancy is inexorably tied to those effects on tourism in our region. For tourism region. Much of this has been a legacy from infrastructure and natural assets but also meet two regions as well as local synergies that are businesses and communities, the economic the destruction caused by a cyclone in 1918. the expectation of visitors as other destinations able to be established with other adjacent effects of extreme weather events increase This resulted in many buildings being built in globally are accelerating action on sustainable regions – in particular tourism development costs such as insurances. the ‘Art Deco’ style of the time. This feature is in the Tablelands and Hinchinbrook regions. tourism (Queensland Tourism Climate Change increasingly sought after by people interested Growth in the Cairns tourism sector, notably in Response Plan, 2018). in the architectural style, and the society and accommodation to cater for increased visitor lifestyle of the time that it represented. numbers, has significant potential to provide increased demand for visits to the region. The Art Deco legacies of Innisfail and Tully are ERNATION potentially particularly significant in that these The region’s success into the future will INT AL towns have previously been primarily regarded be predicated on its ability to maintain an as ‘working towns’ of the region and have not adaptable approach to its marketing of tourism necessarily featured strongly as part of the products and its ability to establish and grow D N region’s tourism and cultural attractions. Use TE AN ATION appropriate networks that can leverage tourists STA AL of Art Deco character not only complements to our region. In this regard, maintaining strong but is arguably one of the region’s potential strategic relationships with outside regions cornerstones for its creative economy. and leveraging off much broader tourist routes ELAND and attractions across Far North Queensland ABL S M T AR Event planning and coordination and further afield (e.g. Savannah Way) is likely OK E to remain an important aspect of an effective O EB R A As in many regions, events have formed tourism strategy for the region. B an important part of the region’s visitor N C I A attraction strategies. This includes regular Maintaining regionally beneficial linkages and H I markets as well as a range of specialist associations with inter-regional organisations C R N N I Cassowary S H Coast 31 32 VISITOR AND INDUSTRY TRENDS

Tourism within the region has had a fluctuating Deloitte Access Economics has valued the history in terms of its contribution to the regional Great Barrier Reef at $56 billion, with an economy. At present, the tourism economy of economic contribution of $6.4 billion per year. the region, while improving, lags behind other Much of this – nearly 90% or $5.7 billion was regional tourist areas and Queensland as a from tourism alone (Deloitte Access Economics, whole. Although visitation in the region has 2017). A large proportion of the growth potential increased by three per cent in the past three in tourism is expected to be fuelled by growth in years, the total visitor nights stayed in the region the global ‘middle class’ demographic – much has decreased by 20% (Space Time Research). of this is expected to be driven by growth in South-East Asia. By 2031, SE Asia is expected Much of the Cassowary Coast’s employment to accommodate a 1.7 billion 'middle class' – an growth has been driven by agriculture, increase of 1.2 billion people on 2016 figures. accounting for 23.1% of the growth between 2006 and 2016. This is counter to the trend for The international tourism sector is increasingly Queensland and Queensland tourist regions important to the Australian economy. In 2013-14, in general (which also include the large urban international tourism contributed almost one per areas of the Gold Coast and Sunshine Coast cent of Australia’s GDP (about $11 billion) and regions) where there has been a significant comprised just over 60 per cent ($36 billion) of decline in Agriculture and in the Accommodation total service exports (Australia’s International and Food Services, Education and Health. Tourism Industry Productivity Commission). While potential growth in the overseas tourist In Queensland overall, the economy has market is very large, there is also potential growth undergone a transformation from an agricultural/ in the Australian market. In Queensland alone, mining economy to one that is services related, the state’s population is expected to reach 7.1 with education and health being the main million in 2036, from 4.7 million in 2014. At the drivers. Accommodation and Food Services (a same time, the proportion of aged persons is key indicator for the tourism industry) has lagged expected to increase. In order to capitalise on in regional centres compared to the Queensland this significant growth in a potentially available and tourist region's averages as shown in (www. tourist market, significant industry changes are abs.gov.au). This has been most significant in likely to be expected over time in order to meet the Cassowary Coast where there has been a the expectations of these new markets and to decline in the number of persons employed in stay competitive. the Accommodation and Food Services sector between 2006 and 2016. While this may be The changes in tourist market demographics is partly due to the effects of the GFC and cyclone likely to precipitate the need to reconsider the events, other regions have also experienced way tourist services are to be delivered both adverse weather events and the effects of the in the Accommodation and Food Services and GFC. Retail sectors. Studies in the United Kingdom have shown that one of the greatest drivers for The Queensland and tourist region trends tourism is the Retail sector. Tourists have a far indicate that there are potential gains in the greater propensity to wish to shop than to look at contribution that tourism can make to the some attractions (Lennon J; 2013). The dilemma regions. In 2012-13 tourism directly accounted for regions like ours is that it must first build on for 140,000 jobs (or 5.9%) and indirectly its tourism base in order to attract additional accounted for 101,000 jobs, or in total 10.3% tourists to make retail more viable. of employment in the state. This is substantially more than the mining sector (74,000 direct jobs) Chinese tourists to date have been least likely and agriculture, forestry and fishing (66,000 to focus on adventure tourism activities but are direct jobs). Cafés, restaurants and takeaway more heavily interested in organised activities, food services had the largest share of tourism particularly when centred on urban centres employment (26%), followed by retail trade (18%) with strong retail emphasis. As the number and accommodation (13%). (Source: Tourism of available younger visitor cohorts grows, a Research Australia - State Tourism Satellite corresponding increase in the level of interest Accounts 2012-13, Queensland Government in eco and adventure tourism can be expected Office of Economic and Statistical Research). (MacroPlan; 2018). Nandroya Falls, Wooroonooran National Park

33 34 scale mechanisation and sophistication of farm well as potentially help showcase the region’s important in influencing tourism opportunity. KEY DRIVERS, ENABLERS management practices, has seen a decreasing retirement-living attractiveness. The nation’s This is especially so where our region’s tourism need for farm labour. At the same time, major ‘grey nomads’ represent one such market, which is turning more towards international visitor AND INFLUENCERS urban centres have further aggregated the Cassowary Coast already caters towards. markets. While a strong Australian economy may their populations, drawing services into the be good in terms of international buying power, Globalisation and population metropolitan centres and away from regional As the world’s middle classes increase and age export competitiveness can be affected by a increase centres. Internet access has made many of at the same time, the number of potential ‘free strong Australian dollar. This applies equally to these services available to regional populations independent travellers’ is expected to increase tourism, which seeks to attract overseas visitors. Globalisation of our world economies and remotely (direct to the home), reducing their significantly, providing a much larger influence increasing prosperity creating a growing ‘middle need and viability within regional centres and on product types and the need to respond to It is estimated that a one per cent increase in class’ demographic is driving increased demand towns. cultural demands. This is likely to include regard the Australian dollar has previously resulted for escapist and relaxation products. Increases for different cultural values, differing perceptions in approximately 0.24% decrease in visitors in education may also increase peoples’ The ability of regions to maintain sustainable about what represents quality experiences in the short term and 0.46% in the long term desire to learn about and experience different growth and prosperity is increasingly recognised and dealing with practical considerations like (MacroPlan, 2018). As wealth increases in exotic cultures and locations. Advances in as being linked to the ability to create a healthy language barriers. international countries, so too is the likelihood telecommunications, including the internet, and service economy which has the highest of improved competing tourist experiences improved and cheaper travel have also made proportion of employment. This includes the Access to capital in other destinations, making the effects of tourism a more accessible option for many tourism sector. While it will continue to be difficult exchange rates and competition even more

Key drivers and enablers people. for smaller regional towns to compete with While growing populations are what ultimately pronounced. The need to provide exceptional services that are able to be provided from the affect visitor numbers, the building of tourism quality experiences and to tailor towards more Much of the world’s globalisation is driven by metropolitan and some larger regional centres, infrastructure and facilities is influenced by precise markets is expected to become more population and wealth increases in South-East regional successes will be measured and the availability of investment capital (money). critical as the region’s tourism opportunities Asia, and notably in China. The Brookings driven by the ability to identify niche or unique Much of Australia’s available capital for new grow and mature. Institute in 2017 estimated that the middle class service economy opportunities that are valued investment, notably larger projects, comes from socio-economic demographic will increase by by people and can help drive local economies. overseas sources and is subject to global macro- Government policy at least 140 million people annually globally economic conditions which affect taxes, interest and that this could rise to at least 170 million Tourism and its linkage to a revitalised agri- rates and return-on-investment potential in other The Queensland Government has recognised people within the next five years; 88% of this is business economy in the region is expected to countries. This can have a dramatic effect on the tourism and agri-business as cornerstones for expected to be driven from Asian populations – be a part of a necessary transfer for the region flow and cost of capital in and out of Australia. the economic development of its regions. Both mostly out of China. This represents a significant to successfully compete with the much broader of these are significant and can complement potential market increase for Australian tourism, nationwide progression to a ‘service economy’. While strategies such as this are unlikely to have each other within the region. The Commonwealth including for regions like the Cassowary Coast, any significant effect on such global forces, it is Government, through Tourism Australia, also and has the potential to significantly shift many Ageing populations useful to be reminded of the potential benefits recognises the importance of tourism and the regional Australian tourism economies from of a conservative approach when planning need to build its resilience and competitiveness a domestically dominant to internationally Ageing populations are a world-wide feature of for tourism growth in order for industry and to grow its economic contribution as referred to dominant focus. modern economies. While this can be seen to governments to minimise risk and have greater in its strategy – Tourism 2020. have some potential negative economic effects potential to keep the region’s tourism sector more Importance of the service economy in terms of the cost of age care, new retirees also buoyant and sustainable into the long term. Alignment of the region’s tourism strategy with tend to be the demographic that also represents federal and state government policy as well as Regional Australia has to date largely been ‘free independent travellers’, often with time Exchange rates a united regional industry is likely to be a key dominated by rural economies focussed on and disposable surplus income available for determining factor in attracting government agriculture and mining. While these sectors travel. This increasing market has its own needs Comparative international costs for tourism support to catalyse strategic tourism projects, have supported towns in the past, rapid and expectations, which if properly catered for experiences is becoming increasingly more provide improved certainty and enhance improvements in technology, including large- can help energise local tourism economies as potential private investor confidence.

Bedarra Island

35 36 Our Direction

Mount Bartle Frere, Wooroonooran National Park

37 Our Direction The region’s direction for tourism has emerged in the Far North and exceed modern visitor through a series of workshops and industry expectations. and government consultation. The need for a focus and new direction stems from the largely The new direction for the region has its origin in universal recognition that the world around the a clear recognition of what the tourism industry region is changing rapidly and there is a need and community like, do not like and wish to for the region to have a contemporary response change about the region through carefully to how it wants to be a part of that change. determined strategies and actions. The strategy The Cassowary Coast in particular has been that is determined is as much about the journey overshadowed by competing hotspot regions as it is about the ‘end game’. Above all, the that have successfully gained international strategy is about recreating an understanding attention. Offering a unique beachside lifestyle, and pride within the industry and community Wet Tropics rainforest and the closest access generally – about our natural attributes, society, point to the Great Barrier Reef, the region has and the way we deal and live with that. the potential to keep up with tourism growth

The region is a living where cultural landscape traditions, storytelling and Rich of Australia's First Peoples cultuRe connect with the ReEF AnD Leonard Andy, Djiru Elder RaiNfoResT. 40 Location Great Barrier ReefLifestyle Natural Landscape Discovery Pictorial Location Islands Wildlife Experiences Markets Relaxed space Culture Diversity Safety Vibrant Rainforest Affordability Local Charm

What makes the region great OpportunitiesAdventure forExperiences change The region has many natural, social and cultural connect to the reef and rainforest in The region has a history of community resilience of diversity. Maintaining a ‘positive attitude’ is attributes that make it attractive as a place to meaningful ways and rebuilding through adversity as well as recognised as a key issue for the industry and visit and reside within. The region’s positive celebrating more benign and positive times. community and will be a key driver in ensuring attributes are fundamental in shaping its values The Cassowary Coast is emerging as an Recent adverse weather events and the effects that negativity does not place an unnecessary and principles for its way forward with tourism adventure destination with world-class natural of the GFC have challenged the region’s cap on the region’s potential. and how this is to help positively shape the experiences. It is a region built for car touring, communities and the ability to resurrect out community and its prosperity. perfect for discovery journeys – whether it's relaxing in coastal villages, endless tropical clear vision perceptions Marketing The region’s natural values, centred on the two beaches, picturesque bays and waterfalls, business benchmark World Heritage Areas of the Great Barrier Reef exotic food experiences and Indigenous culture, educate and the Wet Tropics rainforests, are signature or exploring deeper into the untamed rainforest, economic plan services experiences in the region, which are highly uninhabited islands and raging rivers. The sought after in domestic and international source region's strengths lie in its wide open spaces, professionalism markets. no crowds, no rush and no stress character. The region's agriculture is also becoming a planning These natural and cultural attributes include: sought after attraction with emerging high- ccrc comms dunk island • The region is part of the world's oldest tropical value products that tell a story of the Cassowary paths communication marine rainforest and the biggest tropical rainforest in Coast's unique natural environment. pride mission beach village canecutter way Australia coffee • Bingil Bay was home to the early movement Social and cultural diversity are regarded as The keyword research process through the taskforce analysis found that the that led to the creation of the Great Barrier Reef the region's fabric, that enables its potential to opportunity for industry and community is: Professionalism, Awareness and Planning. Marine Park, and its listing as a World Heritage be realised, as well as contributing to the range Area of experiences for visitors. This includes both • The rainforest is home to hundreds of species the original Indigenous inhabitants across the The End Game of plants and animals found nowhere else on region and subsequent European settlers who Earth brought their cultures to the region. Maintaining Our Vision • The region offers a range of family-friendly and celebrating the region’s social and cultural To be recognised as a leading adventure and lifestyle destination fresh water swimming holes and picnic spots diversity are regarded as integral in managing a with diverse world-class natural experiences. • The Cassowary Coast is a living cultural sustainable tourism strategy into the future. landscape where Traditional Owners still Our Mission Empower the industry and community through leadership to ‘love the place we live’ in order to deliver a vibrant, sustainable and world-class tourist experience. Location Great Barrier ReefLifestyle Our Goals Vibrant and sustainable Tourism as a gateway for Natural Landscape tourism economy regional prosperity Discovery Pictorial Location Islands ensuring tourism experiences meet recognise the role that tourism is Wildlife Experiences current and emerging market able to play in showcasing the Markets Relaxed opportunities and expectations that region for its beauty and lifestyle add to the prosperity of the region and its attraction for sustainable space Culture Diversity while maintaining its character and the investment. Safety balance between conservation and industry. Vibrant Rainforest Affordability Local Charm Love the place we live Cassowary Coast as its own regional destination empowering the industry and Adventure Experiences community to recognise the promote the destination in its own uniqueness of the region and its right and not solely as a drive through communities and engender pride. (grab and go) market for visitors The keyword research process through the taskforce analysis found that the region was travelling through the region. described the most as: Natural Landscape, Adventure Experiences and Lifestyle.

Attie Creek Falls, Cardwell State Forest 41 clear vision perceptions Marketing business benchmark economic plan educate services professionalism planning ccrc comms dunk island pride paths communication marine coffee mission beach village canecutter way Strategies and Actions

Nucifora Tea Plantation, East Palmerston Strategies43 and Actions Themes Catalysts and priorities Responsibilities for industry advocacy and the identification and implementation of local Cassowary Coast region The four key outcome areas of the ‘end game’ for sustainable growth actions marketing campaigns for its members and the have been translated into specific strategies growth of the sector within the region. and actions. These are defined according to the Specific actions have been indicatively The strategies and actions in this document are following implementation themes to better relate prioritised in order to more effectively identify intended to represent TCT’s primary strategy The Council will play a key role in collaboratively to and resonate with industry, Council and the relationships between proposed actions, and for the Cassowary Coast region and reflect the supporting TCT wherever practicable through its community: assist more detailed planning and budgeting corporate goals and key strategies and actions financial contributions and other staff resources, for specific projects. Catalysts are those actions identified and supported by the Cassowary subject to its annual budgets and other resource • Relationships that are defined as having synergies with Coast Regional Council. The document planning considerations. Other third-party • Quality of service other actions or which are fundamental for the recognises the largely volunteer status of the stakeholders are also likely to play an important implementation of the regional tourism strategy TCT Board and services provided to TCT by role in helping to implement the actions that • Business support overall. They are the actions that are most likely many of its members. While TCT has primary have been identified. These may include • Marketing to determine the success or timeliness of other responsibility for the strategies and actions, government agencies, local governments and • Succession and governance strategies and actions that have been identified much of this is expected to be in the form of other businesses. by the Taskforce as shown in Table 1. strategies and actions

Mission Beach

45 46 Relationships Outcomes b) Facilitate and leverage opportunities Ongoing • Unify and engage regional commitment through RTOs and STO. • Inspire the community, industry and visitors with our direction and tourism values • Enhance partnerships with other industries • Improve integration and collaboration of public and private sectors c) Partner with RTOs and align with Short; ongoing opportunities to increase visitation to the Cassowary Coast. Strategies Actions Timing Improve integration and a) Review collaboration between MBBTA Short Grow industry a) Advocate for TCT members, chambers of Ongoing collaboration of public and Cardwell Tourism, and work towards a participation, commerce, event organisers, industries and and private sectors common 'end game', while recognising local recognition and support local businesses that benefit from tourism as involved in tourism diversity of tourism products. in tourism opportunities arise – monitor opportunities through contact with members and by b) Engage with local operators through Short maintaining awareness amongst members of industry supported platforms and events. industry-affecting issues and changes. strategies and actions c) Consolidate a single regional tourism Short b) Identify opportunities to develop industry Ongoing industry representative body to more and community partnerships and use these effectively pool resources, unify our tourism opportunities for stakeholder consultation – industry’s voice and enable more efficient use develop a schedule of annual regional industry of external funding. events to showcase and discuss industry issues and opportunities. Maximise regional a) Monitor federal and state government Ongoing leveraging opportunities tourism policy changes and inform members. Grow desire to a) Showcase the region’s hero experiences Short with federal and state ‘love the place we live’ through a point of difference. governments b) Provide regular regional tourism snapshot Ongoing within the region when to local members and government ministers, representing the region b) Deliver authentic storytelling and quality Short; medium noting where our region’s industry initiatives experiences with a high standard of service. align or where opportunity exists for alignment with government policies. c) Grow and nurture local industry pride by Short; medium showcasing industry and other community c) Hold six-monthly face-to-face meetings Ongoing leaders that demonstrate the ‘love the place with local members and tourism ministers to we live’ approach within the region. discuss regional tourism matters.

Research and a) Initiate a program to fill data and insight Short Develop and expand a) Collaborate with other LTOs and regional Ongoing opportunities analysis gaps. relationships across councils to identify and develop cross-regional regions to further tourism experiences and networks. b) Identify organisations responsible for Short diversify and expand ownership, coordination, analysis and tourism experiences b) Participate in cross-regional advocacy Ongoing distribution of data. to governments and other industries to strengthen tourism capacity in the region and Align with industry a) Maintain active participation and Ongoing FNQ. organisations for partnership with RTOs and STO, while decision efficiencies ensuring Cassowary Coast identity is Embrace the region’s a) Actively liaise with the region’s Indigenous Ongoing while acknowledging maintained. cultural diversity as a representatives to identify scope for integration local diversity to deliver hallmark of its tourism of Indigenous culture into the region’s outcomes development potential developing tourism opportunities.

Eubenangee Swamp National Park

47 48 Quality of service Outcomes b) Identify ways of showcasing regional products Short- and services that complement local tourist medium • Build advocacy and promote best practice to provide quality experiences and high industry or add to tourist experiences. standard of service • Develop a successful industry that is connected, efficient and does business better • Increase product diversity and quality of experience that recognises and celebrates our c) Investigate and implement an enhanced Short region’s character and authenticity digital services strategy for regional tourist establishments, including use of website analytics to support the industry. Strategies Actions Timing d) Review role of Council-operated Visitor Short Support best practice a) Champion small-to-medium enterprises that Short Information Centre (VIC) services in terms of promote business success and quality visitor contemporary customer requirements and experience through industry networks and efficiency/effectiveness of current operating the community – ensure that at least one local model – make recommendations for revised VIC business is showcased at any business event. services. strategies and actions b) Liaise regularly with other LTOs through QTIC Short; e) Implement adopted VIC strategy. Medium and STO to identify best practice principles and ongoing examples. Positively influence a) Maintain a strong advocacy voice by attending Ongoing tourism policy to State and RTO policy meetings. Build digital capability a) Digitally assist the industry and businesses Short benefit our region to identify and manage platforms that further b) Maximise participation in industry debate and Ongoing strengthen and enhance the region’s overall formal submissions on behalf of TCT members reach. Including the support and completion of: and local industry.

- Encouraging more products to engage in digital Short c) Participate in Council policy review forums that Ongoing activity to improve visitor experience by making affect regional tourism. more products available online.

d) Continue to support CCRC’s developer Short; - Developing a regional Digital Tourism Services Medium concessions for tourism and other supportive medium Strategy to provide for enhanced industry development that increases employment for the business networking to improve customer region. experience.

Provide activities that a) Identify scope to integrate a range of regional Short - Connecting the industry and businesses Ongoing enhance visitor stays tourist activities that prolong visitor stays in the with digital tools and resources to enhance in our region region and increase the use of, or need for, collaboration and foster growth. additional accommodation.

Advocate and a) Advocate development of infrastructure and Ongoing Facilitate recognition a) Support Council initiative to prepare a regional Short support tourism projects that will enhance the region and extend of emerging, quality ‘Pubs and Hotels’ trail. infrastructure length of stay. tourist experiences development that positively reflect the character and b) Identify, in conjunction with Council, an events Short support strategy for the region. Provide enhanced a) Survey industry members regarding priority Short- lifestyle of our region quality of information information and booking service needs, seeking medium regarding local tourist ways of maximising industry involvement and c) Identify annual regional ‘sport tourism’ Short; information and benefit. opportunities for TCT members and for regional medium experiences marketing purposes.

Mission Beach

49 50 Business support d) Provide regular newsletter information service Ongoing Outcomes to TCT members and interested stakeholders. • Enable industry improvement Foster and develop a a) Implement improved online services for the Short; • Deliver capability to facilitate TCT’s directional outcomes coordinated approach region’s tourism industry, including for shared medium • Foster partnerships to business booking booking and tourist booking and information and information platforms. sharing Strategies Actions Timing Facilitate industry a) Provide TCT funding assistance for identified Ongoing Connect regional a) Establish formal partnerships and collaboration Short support through industry business support initiatives, including tourism businesses with local businesses and advocate their targeted funding those with opportunity for additional Council and and strengthen importance in the tourism industry. strategies other external funding. partnerships b) Enhance collaboration and synergy Short

strategies and actions opportunities between business and government to encourage growth and the delivery of outcomes.

c) TCT, in conjunction with CCRC, to meet with Ongoing industry groups across the region and associated peak industry groups to discuss regional tourism issues and the roles that TCT and CCRC can play.

Broaden industry a) Increase TCT membership base to broaden Short representational strength of tourism and associated sectors. diversity and experience b) TCT and CCRC to act as facilitators for Short delivery of TTNQ and QTIC industry ‘toolkits’.

Deliver a program a) Leverage TTNQ business toolkit program and Short that drives excellence act as industry conduit that assists operators to across the industry amplify the experiences. to deliver memorable visitor experiences b) Enrich visitor experience through delivery of Short training programs available to the industry.

c) Deliver industry services that build business Short capacity to deliver visitor experiences, including provision of a Cassowary Coast region tourism photo database.

d) Prepare a revised regional tourism industry Medium ‘Code of Ethics’ based on initial two-year performance.

Upskill the industry a) Coordinate and liaise with TTNQ, TEL, QTIC Short; through training and other stakeholders to identify workforce ongoing and educational priorities to meet the needs of the industry. programs for business sustainability b) Leverage TTNQ and other industry skill Short; development plans. ongoing

c) Leverage TTNQ and other industry education Short; and mentoring programs. ongoing Ponytail Falls, Tully Gorge National Park 51 52 Marketing Enhance the visitor a) Reach consumers in new and innovative ways Short; Outcomes experience across the post-arrival to entice them to discover more in the ongoing region region. • Position the Cassowary Coast as a desirable, stand-alone domestic and international all-year-round tourism destination b) Support and promote products and Ongoing • Connect with visitors and inspire them to explore the region and stay longer experiences that encourage distribution of visitors throughout the region.

Strategies Actions Timing c) Support ‘theming’ of full program events Ongoing and products across the region to promote Redefine the a) Re-identify the Cassowary Coast tourism region Short collaboration and grow the quality of events. Cassowary Coast as a distinct region that aligns with the local brand as an government area. d) Build on the region’s natural attractions Ongoing unmistakable regional by recognising and promoting its ecotourism tourism identity to more b) Include region and its attributes in promotional Short opportunities by identifying annual priority effectively resonate and policy material that is developed by TCT. strategies and actions that are consistent with the with residents and Queensland Ecotourism Plan.

strategies and actions contemporary tourist c) Advocate for Council to clearly define Short and lifestyle markets and promote a distinct Cassowary Coast e) Collaborate with other coastal regions by Ongoing tourism region within its policy documents and developing the Great Barrier Reef Drive whole-of- promotional material. state drive campaign.

d) TCT to participate in any regional efforts to Short Make tourism a key a) Ensure that tourism forms a key aspect of Ongoing rebrand Cassowary Coast marketing to ensure part of what it is to be any regional ‘branding’ – recognise the value consistency with industry best interests. a part of the of tourism as an effective way of showcasing Cassowary Coast regional lifestyle and other desired attributes. e) Develop key marketing themes for our region Short which can be incorporated in member business advertising.

f) Develop regional marketing strategy with Short agreed key themes, delivery program and funding strategy, ensuring campaign is consistent with any agreed regional ‘brand’.

g) Implement an annual marketing campaign Short; consistent with TCT’s adopted annual Operations ongoing Plan.

h) Create a database of visual assets that Short showcases the region’s attractions.

Grow consumer a) Build recognition that the region offers the Short recognition that ‘The top main attractions domestic and international Journey Starts Here’ visitors are looking for (TEQ Experience Pillars data) – e.g. build recognition that consumers can access the Great Barrier Reef from Mission Beach/Cassowary Coast.

b) Create a compelling brand story and leverage Short; across RTO and Government channels. ongoing

c) Market and support products that attract Short; visitors to the region and create strategies to ongoing entice longer visitation.

d) Work with industry and community to align Ongoing marketing communications to the destination brand. Bedarra Island

e) Market the region to visitors and locals Short; consistent with RTO destination marketing activity. ongoing 54 d) Seek methods and opportunities to improve Medium Succession and governance tourism spend in the region. Outcomes e) Promote industry development and education. Medium • Demonstrate leadership as a peak industry body for the region • Be recognised as a highly valued, professional and credible industry body Maximise member a) Identify clear funding strategies to maintain Short; • Be the voice for the Tourism industry in the Cassowary Coast benefits from TCT-held and maximise regional tourism industry medium • Protect the region’s tourism assets funds development funding through TCT.

Strategies Actions Timing b) Ensure that an appropriate level of funding Ongoing is spent annually on member industry benefit initiatives. Provide industry a) Provide guidance and intelligence on tourism Short; leadership matters. ongoing c) Seek matched funding opportunities in Ongoing strategies and actions conjunction with Council, from other agencies b) Implement and adopt industry recognised Short and other external sources for TCT initiatives strategic plan. wherever practicable.

c) Support programs to set benchmark standard Short; Provide transparency a) Develop and implement an annual Short; for the industry (e.g. surveys, champion ongoing of services to members ‘operations plan’ and associated budget which ongoing opportunities, TTNQ’s ‘Best of Queensland’). and the community highlights priority actions/projects and funding commitments. d) Encourage consolidation of regional tourist Short organisations into a centralised LTO, where b) Maintain regular member and Board Ongoing practical. meetings, minutes and other records at all times.

Professional, industry- a) TCT Board actively encourages broad Ongoing c) Maintain all accounts in accordance with Ongoing recognised body that industry (including related sectors) applicable accounting standards. provides balanced representation amongst Board members. representation across the region and industry d) Show compliance with the terms of the Ongoing sectors b) Industry endorsed succession plan. Short- Cassowary Coast Regional Council Service medium Agreement.

c) All conduct is in a fair, truthful and ethical Ongoing Preserve and enhance a) Support products that are in synergy with the Ongoing manner that is impartial to personal and the region’s natural region's heritage and natural environment. professional dealings (Code of Ethics and values, authentic business practice). character and cultural heritage b) Liaise with Wet Tropics Management Authority, Ongoing GBRMPA, and traditional owners. d) A body that is led by career-oriented Ongoing professionals who are passionate about tourism and their communities and represent a diverse c) Acknowledge the balance of tourism with Ongoing range of industry sectors and geographical the Great Barrier Reef, coastal islands and Wet locations to avoid bias. Tropics rainforest environments, as well as the region's rare and special animals, is important for the future of tourism in our region. Deliver value a) Develop membership options and delivery of Short to industry and member benefits and services. businesses d) Identify and promote best practice ecotourism Ongoing principles and refer to Queensland Ecotourism b) Facilitate business connections and Short - plan 2016-2020. commercial opportunities. medium e) Develop disaster response plan to ensure Ongoing c) Represent TCT members to industry Ongoing marketing of the region after a disaster event organisations, government and community. tells a positive story.

55 56 “ love the place we live “

Managing

Murray Falls, Girramay National Park the way

57 forward consist of Board or other members and external in our region, any business synergies that they TCT Board parties, as considered appropriate by the Board. Monitoring and Review may provide or be able to leverage from tourism TCT is a membership-based incorporated and the benefits that an active involvement in a The agreed tourism strategy is to be monitored TCT encourages expansion of its memberships organisation that is governed by a member- stronger regional tourism network may bring. annually in terms of its implementation to build industry inclusiveness across the region. elected representative board. The Board includes performance. A more comprehensive review Participation of all members and other interested elected-member (councillor) representatives is to be undertaken every five years, or stakeholders, as appropriate, will be encouraged of the Cassowary Coast Regional Council. The Governance sooner, if the Board agrees that an earlier or by TCT including to Board Meetings, special Board members are elected by members of TCT specific review is warranted. Any five yearly TCT management is the responsibility of TCT as meetings for member capacity building and the annually at a general meeting in accordance or other major reviews of the tourism strategy guided by its Board. The Board is required to Annual General Meeting. with the constitution of the organisation. CCRC and recommendations that are made should meet with the Council on a regular basis each determines its representatives to the Board undergo a consultation phase which includes year to monitor performance, review strategic Where practicable, it is the intention that the separately by way of a Council resolution. interested parties representing local businesses direction (including strategies and actions) and Council will utilise strategies and actions in this and other regional community stakeholders as any scope for collaboration improvement. The tourism strategy for inclusion in or to otherwise well as relevant government agencies. Membership Council as a major supporter of TCT mandates inform its annual Operations Plan. the requirement for TCT to have an agreed Any reviews or recommended decisions TCT membership is open to all businesses tourism strategy with the Council which covers TCT as peak regional tourism body required to be taken by the Council, including and individuals in accordance with the TCT the Cassowary Coast Regional Council local any endorsement of recommendations where managing the way forward Constitution. While all businesses that are government area and is to be annually reviewed Council recognises TCT as the LTO for its local they affect Council policy formulation will need directly involved in tourist accommodation and by the TCT Board in conjunction with the Council. government area and as the regional peak to also be consistent with Council’s community activities provision are encouraged to join, tourism industry body that represents the industry engagement policy prior to the adoption of any other businesses that may directly be involved The Board of TCT is able to constitute separate on RTOs – notably TTNQ and TEL – and the changes. in the provision of tourism services should also working groups for any specific actions identified industry representative to the State Government consider their contribution to this important sector within its agreed tourism strategy. This may through Tourism and Events Queensland (TEQ).

Bagu Aboriginal Art, Cardwell

59 60 References

Internet World Stats; 2018; Internet Usage Statistics; https://www.internetworldstats.com/ stats.htm; (viewed 2018)

Kharas. Homi; 2017; The Unprecedented Expansion of the Global Middle Class – An Update; Global Economy & Development Working Paper; Brookings Institution

MacroPlan Dimasi; 2018; Strategic Plan to support events and activities around the Tully River; Report published for Cassowary Coast Regional Council

Queensland Parks and Wildlife Service; 2016; Queensland Ecotourism Plan 2016-2020; prepared for Department of National Parks, Sport and Racing

Queensland Department of Fisheries; 2017; Queensland Charter Fishing Action Plan 2017- 2020 Discussion Paper; State of Queensland

Tourism Australia; 2010; Tourism 2020 Strategy; http://www.tourism.australia.com/content/ dam/assets/document/1/6/w/u/3/2002107.pdf; (viewed 2018)

Tourism & Events Queensland; 2016; Queensland Asia Tourism Strategy 2016-2025; https://teq.queensland.com/about-teq-new/ plans-and-strategies/marketing-strategy-2025; (viewed 2018)

Tourism & Events Queensland; 2017; Strategic Plan 2017-2020; https://cdn1-teq.queensland.com/~/ media/7424f10c456948f7830d59562d6d18b4. ashx?la=en-au&vs=1&d=20170630T102049; (viewed 2017)

Tropical Tourism North Queensland; 2017; TTNQ Tourist Destination Plan; http://media.ttnq.org.au/_documents/9- b5025ed792d34de7b56406a645d6703e.pdf; (viewed 2017)

Tourism & Events Queensland; 2018; Marketing Strategy 2025; https://teq.queensland.com/ about-teq-new/plans-and-strategies/marketing- strategy-2025 (viewed 2018) Alligators Nest Swimming Hole, Tully Gorge National Park

A Love the place we live

Wongaling Beach